Close site search

Simply start typing to search Changeboard and then press enter

The little extras to people performance

Posted on from PurpleCubed

How can the little things such as really understanding the characteristics of people in your business, providing a clear wellbeing culture and offering benefits make a real difference to performance?

Wellbeing: healthy=productive=profitable

There are clear bottom-line benefits to having a healthy and happy workforce – it’s not just a fluffy notion. Not only can it help reduce absenteeism, improve engagement levels and increase retention but it can encourage creativity and innovation as well.

Creating a wellbeing culture doesn’t have to cost the earth. There are several relatively low investment options which can be carried out immediately; giving out the strong message that you do care about your people and their wellbeing.

Some of our suggestions include making healthy drinks and plenty of water available, free fruit and healthy snacks, quiet areas, use of headphones for those focusing on work in a noisy environment; encourage exercise, in-chair massage and random acts of kindness.

Work-life balance is also a vital component of a wellbeing culture and nowadays people demand it, with great places to work offering it. In order to offer a clear work-life balance policy you need to identify and understand the organisation and employee needs and aspirations. Then you should engage the leadership team and managers in order to build a supportive environment for implementation.

Once agreed, communicate the policy to all making it clear what the non-negotiables are. And most importantly, monitor, evaluate and evolve – not everyone gets it right first time.

The generation game: why it matters

Generation theory is a subject that is sometime contentious. There is plenty of evidence, however, to demonstrate that it’s well-grounded and sound.

Generation theory seeks to explain how individuals born within one generation (approximately a 20 year period) will have a different view of the world from those born in another. This is because each generation is shaped by different economic, environmental and social norms.

At learnpurple we tend to split the generations by music... So if you bought your first piece of music on vinyl it’s likely you’re a baby boomer (born 1945 – 1961), if you first bought on tapes or maybe very early CDs then you’d be a generation X (1962 – 1981) and if it was CDs and digital music then you’re a generation Y (1982 – 2001).

Each generation tends to have different characteristics which could cause potential distrust or conflict in business. For example, baby boomers have an attitude of ‘live to work’ whereas generation X believe they ‘work to live’ and gen Y, well they ‘work to fund lifestyle’.

It’s easy to see how disparity can happen which highlights the need to be mindful of all generations and points of view, to treat people as individuals and for leaders to understand that the people they manage may well be very different to themselves.

Benefits that excite and enthuse

Let’s not beat around the bush...Benefits are boring. The word is dull, it doesn’t do anything for excitement and as a result many employees don’t understand what it means for them or their families – how they can actually, benefit?! Yet benefits are something organisations have to offer in order to attract and retain the top talent and beat the competition.

Benefits are something which should be led from the top – it’s not just an HR initiative. Working on the basis that people are individuals, we would strongly recommend avoiding a blanket approach, instead taking a flexible approach to benefits – one person may prefer extra holiday over a Christmas gift.

Involve your people; find out what sorts of things would make a real difference to their lives while making you a better place to work. Then decide what is actually feasible, or have a group of employees do this. Once agreed get organised and deliver the benefit consistently; constantly communicating and ensuring your people fully understand what this means to them.

Choosing benefits is also about being appropriate. Make sure the benefits you offer don’t offend or alienate anyone and that it is in-line with you as an organisation; culturally, fit with brand, products and services and field of work. Overall it’s a tricky balance, but when done well it’s a great thing.

Hear the podcast

Listen to the podcast below

Get content similar to this article

You can cancel email alerts at any time

Content by email

Thanks! You have been subscribed to receive emails about the following subjects.

Get more with Changeboard

Changeboard is a global HR jobs site, career advice resource and events platform to help HR and recruitment professionals find the perfect job to progress their careers. We're here to help you change the way you work.

Register now

Changeboard Magazine

Changeboard is read by more than 22,000 senior leaders in print and 85,000 online.

  • Get Changeboard Magazine
    online

  • Get Changeboard Magazine
    on mobile

  • Get Changeboard Magazine
    in print

Subscribe to Changeboard today for:

  • Engaging and relevant decision-support content
  • Exclusive interviews with CEOs & HR leaders
  • In-depth profiles, case studies & insights from progressive senior HR & resourcing practitioners
  • Stimulating career advice, delivered in bitesized chunks to help busy professionals advance their careers efficiently.
Get the Changeboard magazine
Get Changeboard Magazine
Loading

Job search saved

Your search has been successfully saved.

Register or log in to manage job alerts.